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  • Category Archives: Organizational Transformation

    From Around the Web: Office Politics and Generational Gaps

    Like it or not, most people have inherent biases, certain opinions or judgments which have developed over time, which affect relationships within the workplace. Like complacency, strong opinions and biases can plague friendly business relationships and great customer service. Office politics can become a true stumbling block for project communications and organizational effectiveness. A lack of organizational transparency discourages innovation and achievement. From this behavior, collaboration and team dynamics can be strained creating a negative corporate culture, ultimately affecting your clients. Getting buy-in from leadership to be transparent within the organization, setting a standard, and uprooting negative habits when they occur can change the corporate culture for the better. Charles Zulanas, Senior Consultant for MSS Business Transformation Advisory, shares many articles from around the web that offer advice on how to overcome biases in the workplace that could be beneficial for overcoming office politics as well as generational gaps.

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    The Whole World is Turned Upside Down

    Living in “exponential times”, your industry and organization exhists in a world where changes in technologies and aspects of your business model are disrupted almost daily. Dr. Karen Walch, Partner at Clair-Buoyant™ Leadership, LLC and Co-creator of Quantum Negotiation Certification programs, writes about how to survive as a company without all of the information about how the markets are changing. The previous education is not enough to yield sustainable results in today’s disruptive environment. Einstein makes the challenge clear: “The significant problems we face cannot be solved from the same level of consciousness that created them.” Walch explains the ways that companies and our minds can adapt in the face of these exponential changes in society. Walch asserts that leadership is about transformation, deep change that means shifting to higher levels of personal and organizational effectiveness.

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    Could Decision Fatigue Be Bogging Your Customers Down?

    Could decision fatigue be a reason why your business is thriving, stagnating or failing?

    In part 1 of his 3-part series on decision fatigue, Charles Zulanas, Sr. Consultant for MSS Business Transformation Advisory, describes ‘decision-making fatigue’ and how customers who have too many decisions to make can feed drained of physical energy. As a result, they are likely to make bad decisions or no decision at all due to decision paralysis. Charles describes how companies can ease the minds of their consumers by making the decision to purchase your product/service a no-brainer There are many ways of doing this, but among them include examples of monopolies such as Apple, Google, Facebook, and Netflix. Charles interweaves case studies to help any company to make it easier to penetrate any market. Part 1 of a 3-part series on decision-making, this article can help your company to find success in any industry.

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    10 Ways Leaders Can Sabotage Their Own Transformation Programs

    David Lee, Executive Director of MSS Business Transformation Institute, discusses how the real problem in organizational transformation may come down to the CEO: their capability to make decisions or embrace those of other leadership, the ability to trust others, and the fortitude to hold the course. Often CEOs may not be willing to be the sponsor of transformation, often pushing that responsibility onto a junior member of the executive team, relieving the CEO of accountability. If led poorly, the energy to transform can exhaust everyone involved, spoil the working environment, and result in a huge turnover rate of the team members who favored transformation. David speaks about the 10 Ways Leaders Can Sabotage Their Own Transformation Programs based on his experience from his 30 years in corporate transformation showing that maybe “A leader’s ability to affect transformation across the organization depends on their ability to affect transformation within themselves.”

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